International Journal Of Engineering, Business And Management(IJEBM)

[1] Arasa, R., &Gathinji, L. (2014). The relationship between competitive strategies and firm performance: A case of mobile telecommunication companies in Kenya. International Journal of Economics, Commerce and Management, 2(9), 1-15. [2] Bagnoli, C., &Vedovato, M. (2014).The impact of knowledge management and strategy configuration coherence on SME performance. Journal of Management & Governance, 18(2), 615-647. [3] Bamiatzi, V. C., &Kirchmaier, T. (2014). Strategies for superior performance under adverse conditions: A focus on small and medium-sized high-growth firms. International Small Business Journal, 32(3), 259-284. [4] Banker, R., Mashruwala, R., &Tripathy, A. (2014). Does a differentiation strategy lead to more sustainable financial performance than a cost leadership strategy?. Management Decision, 52(5), 872-896. [5] Bayraktar, C. A., Hancerliogullari, G., Cetinguc, B., &Calisir, F. (2017). Competitive strategies, innovation, and firm performance: an empirical study in a developing economy environment. Technology Analysis & Strategic Management, 29(1), 38-52. [6] Brenes, E. R., Montoya, D., &Ciravegna, L. (2014). Differentiation strategies in emerging markets: The case of Latin American agribusinesses. Journal of Business Research, 67(5), 847-855. [7] Brouthers, K. D., Nakos, G., & Dimitratos, P. (2015).SME entrepreneurial orientation, international performance, and the moderating role of strategic alliances. Entrepreneurship Theory and Practice, 39(5), 1161-1187. [8] Brueller, N. N., Carmeli, A., & Markman, G. D. (2018).Linking merger and acquisition strategies to postmerger integration: a configurational perspective of human resource management. Journal of Management, 44(5), 1793-1818. [9] Brueller, N. N., Carmeli, A., & Markman, G. D. (2018).Linking merger and acquisition strategies to postmerger integration: a configurational perspective of human resource management. Journal of Management, 44(5), 1793-1818. [10] Ceptureanu, S. I., Ceptureanu, E. G., &Visileanu, E. (2017).Comparative analysis of small and medium enterprises organizational performance in clothing industry/Analizacomparativa a performantelor organizationale ale întreprinderilormicisimijlocii. Industria Textila, 68(2), 156. [11] Davoudi, S. M. M., Fartash, K., Venera, G. Z., Asiya, M. B., Rashad, A. K., Anna, V. B., & Zhanna, M. S. (2018). Testing the Mediating Role of Open Innovation on the Relationship between Intellectual Property Rights and Organizational Performance: A Case of Science and Technology Park. EURASIA Journal of Mathematics Science and Technology Education, 14(4), 1359-1369. [12] Davoudi, S. M. M., Fartash, K., Venera, G. Z., Asiya, M. B., Rashad, A. K., Anna, V. B., & Zhanna, M. S. (2018). Testing the Mediating Role of Open Innovation on the Relationship between Intellectual Property Rights and Organizational Performance: A Case of Science and Technology Park. EURASIA Journal of Mathematics Science and Technology Education, 14(4), 1359-1369. [13] González-Rodríguez, M. R., Jiménez-Caballero, J. L., Martín-Samper, R. C., Köseoglu, M. A., & Okumus, F. (2018).Revisiting the link between business strategy and performance: Evidence from hotels. International Journal of Hospitality Management, 72, 21-31. [14] Gure, A. K., & Karugu, J. (2018).Strategic management practices and performance of small and micro enterprises in Nairobi City County, Kenya. International Academic Journal of Human Resource and Business Administration, 3(1), 1-26. [15] Hammersley, M. (2017).Deconstructing the qualitative-quantitative divide 1. In Mixing methods: Qualitative and quantitative research (pp. 39-55). Routledge. [16] Micheli, P., & Mura, M. (2017).Executing strategy through comprehensive performance measurement systems. International Journal of Operations & Production Management, 37(4), 423-443. [17] Nardi, P. M. (2018). Doing survey research: A guide to quantitative methods. Routledge. [18] Parnell, J. A., Long, Z., & Lester, D. (2015).Competitive strategy, capabilities and uncertainty in small and medium sized enterprises (SMEs) in China and the United States. Management Decision, 53(2), 402-431. [19] Prajogo, D. I. (2016). The strategic fit between innovation strategies and business environment in delivering business performance. International Journal of Production Economics, 171, 241-249. [20] Rosenberg Hansen, J., &Ferlie, E. (2016). Applying strategic management theories in public sector organizations: Developing a Typology. Public Management Review, 18(1), 1-19. [21] Tansey, P., Spillane, J. P., &Meng, X. (2014). Linking response strategies adopted by construction firms during the 2007 economic recession to Porter’s generic strategies. Construction management and economics, 32(7-8), 705-724. [22] Tavitiyaman, P., Zhang, H. Q., Wei, J., &Saiprasert, W. (2018).Moderating effect of hotel markets on differentiation strategies and performance. Anatolia, 1-14. [23] Úbeda, R., Alsua, C., & Carrasco, N. (2015). Purchasing models and organizational performance: a study of key strategic tools. Journal of Business Research, 68(2), 177-188. [24] Zehir, C., Can, E., &Karaboga, T. (2015). Linking entrepreneurial orientation to firm performance: the role of differentiation strategy and innovation performance. Procedia-Social and Behavioral Sciences, 210, 358-367.